Situation: A CEO has two issues. One concerns her COO about whom she is receiving complaints from staff as new processes are implemented, and the other is beefing up the sales team. On the latter issue she is concerned about both her ability to pay the high-level seller-doers that are needed to support growth and potential turnover. How do you build and develop the right team?

Advice from the CEOs:

• The COO has already put the right process in place. Coach this individual to lighten up and allow everyone to adapt to the new regime.
  • As new processes are implemented coach him not to implement them rigidly at first. Allow people time to get used to the new process. Allow some flexibility in implementation so that the new processes can be adapted to the individual styles of the key players.
  • Over time tighten expectations gradually until each process is fully in place and running smoothly.
• Have the COO communicate to the company that it’s growing, the focus is now on hiring, and the task facing the company is revenue growth.
• For new salespeople, the investment cycle can be 6 months to full function.
  • In the mix of salary and bonus, weigh the bonus side heavily – the side that won’t become payable until the new individual produces.
  • This becomes an incentive for new salespeople to get up to speed quickly. It also helps to weed out those whose talents aren’t as sharp as they represented in the hiring process.
• The salespeople are the key marketers for this company as well as the rainmakers and producers. It may be necessary to commit to this investment to ensure future growth and adjust the company’s annual earnings forecasts accordingly.

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